Essay on Jieliang Phone Home

2241 Words Apr 14th, 2012 9 Pages
ABSTRACT
There are three “Jieliang Phone Home!” sections: Part A describes the management view, part B describes the direct labor workers’ view, and part C details the results of employee surveys on two manufacturing shifts at Precision Electro-Tech’s Dongguan, China manufacturing plant. These case studies are the basis of our analysis that describes a situation and an observation. Applications of values, assumptions, beliefs, expectations (VABEs) along with cultural and personality mores are utilized to address the nature and solutions of the case.
PROBLEM STATEMENT
Jieliang (DL) is a line worker at Precision Electro-Tech’s Dongguan, China manufacturing plant. During a plant walk through, Marty Cole (OEM – Global Team) witnessed
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While this model is widely used, particularly in outsourcing operations; the key is that each step must be clearly defined, delineated, and rigidly followed in order to maximize productivity. The downside however, is that, if the steps (or in this case) the sequence of steps is counterproductive, then employees will have to choose between following an inefficient procedure or risk disciplinary action or worse yet termination for violation of not following company procedures.
The advantage of the CM approach is that it allows OEMs to specify the exact steps in the manufacturing process; ostensibly, to ensure exact specifications and a high level of quality control and efficiency. The nature of the detailed step-by-step TQC procedures lends itself to a production line of unskilled or marginally skilled workers that need only know how to sequentially follow simple directions.
The implication is that these types of unyielding procedures do not encourage worker ingenuity or creativity, which some may think is exactly the point. In other words, discretion and latitude is a wonderful workplace privilege only if administered appropriately. Given language and cultural barriers, as well as varied employee skill sets, this may simply be the managerial default position (lowest common denominator) for controlling unknown variables of outsourcing and

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